–by SVP Melanie Bravo
I heard someone say, “If we want to build trust, we have to start by being trustworthy.” It’s a simple statement, but something about it really resonated with me. It raises important questions about what trustworthiness looks like for funders, especially at a time when trust feels fragile and fear and uncertainty are shaping decisions for families, organizations, and communities.
Last year, Caring for Colorado intentionally changed how we approach grantmaking, grounding our work in trust-based philanthropy. At the heart of our approach is a simple belief: those closest to the work are best positioned to lead it. Our role as a funder is to provide resources with flexibility and respect, and to show up (literally and figuratively) as a partner who listens, asks honest questions, and learns alongside grantees, rather than managing compliance.
The shifts we made last year were the result of years of listening to nonprofit partners and recognizing our own role in patterns that make funding harder than it needs to be. Again and again, organizations told us they needed larger, multi-year support that wasn’t tightly restricted, and funder relationships built on understanding rather than oversight. Compared to the previous year, we made significantly larger awards, shifted the majority of grants to multi-year commitments, and prioritized unrestricted funding.
One of the clearest things we’re learning is how much stability matters. Multi-year, flexible funding has allowed many organizations to make choices that were previously out of reach, like retaining staff, adjusting programs as needs change, and responding to crises without having to pause and ask for permission. Several grantees have shared that this flexibility has made it easier to be honest about challenges, rather than feeling pressure to present a polished version of their work. We want our grantee partners to respond to young people’s needs as they are today, not as they were described in a proposal months earlier. Ultimately, we want CFC funding to be the most flexible resources our partners have.
We’re also learning just how much context and authentic relationships matter. By spending more time in communities and in relationship with grantee partners, our regional staff are hearing directly about the realities organizations are navigating, and the ways they are responding with care, creativity, and resolve. Partners are supporting undocumented students who are disengaging from school because of safety concerns, creating affirming and safe spaces for 2SLGBTQIA+ young people seeking support outside traditional systems, and helping families access basic needs and care at a time when many are delaying or avoiding health services altogether.
All of this is unfolding as nonprofit leaders and staff carry exhaustion that goes well beyond burnout, public funding is under threat, and community needs are growing. Hearing about these challenges doesn’t make them easier to navigate, but trust-based relationships give us a clearer window into the realities our partners face. And when we understand their distinct needs and assets, we can be more responsive and strategic about how we use our voice, influence, and resources in service of their work.
While a trust-based approach adds tremendous value, it also entails real trade-offs. Larger, deeper investments allow grantee partners to plan, adapt, and lead with greater stability, but they also mean fewer awards overall. This has resulted in higher decline rates, even among strong applicants doing important work. Those decisions are difficult, particularly in a moment when need so clearly exceeds available resources.
Deeper engagement also takes time. Understanding context, building trust, and making judgment calls can slow processes that funders are often expected to accelerate. There’s also a tension around perception. When decisions are grounded in relationship, contextual understanding, and equity, there’s a risk they’ll be read as subjective or preferential. We’re learning that transparency—about how decisions are made, what we’re prioritizing, and where we’re still unsure—is essential, even when it doesn’t resolve every concern.
This year clarified that trust-based philanthropy isn’t something we finish or get right once. It’s an ongoing way of working that centers communities and grantee partners and demands that we continually earn the trust our partners place in us. We also know that trust requires accountability, not just good intentions. That’s why we will continue to invite applicants, grantees, and partners to share what’s working, what isn’t, and where we need to do better—through direct conversations with our team and ongoing feedback channels such as Regional Pulse Checks and anonymous surveys. We are grateful to our partners for the incredible work they do, for trusting us with their stories and vision for the future, and for holding us accountable as we continue learning alongside them.
To learn more about Trust-Based Philanthropy please visit https://www.trustbasedphilanthropy.org/